Project Monitor, Consultant Team Management, Programme and Risk Management, and Change Control Process Administration
Part of an on-going framework appointment which included both programme and project management to ensure that individual projects within the national network of data centres were managed in a systematic process.
The client brief proved difficult to collate and define because there were a number of separate business units with diverse requirements plus a number of discrete design teams with different project briefs. This meant the production of a robust PEP, which was developed within an iterative management system, so that changing requirements and new project requirements were assimilated into the previously agreed brief.
The secure transfer of the confidential data was paramount to the successful delivery of the overall programme, which meant that the spatial requirements were entirely driven by the size of the new processors and their engineering needs in terms of cooling and power. However, the ever changing IT processing norms made brief definition and agreement an on-going change control marathon during the design phase of the project.